PERFORMANCE

MANAGEMENT
Managing P. M.

A. Rizaldi
 ASPECTS of Perf. Management
needs to be Managed
 The communication of the aims of PM
 The performance agreement process
 The performance review process
 Personal development planning
 Skill developent – coaching, mentoring and
training in developing Prfm. Mgmnt. skills : goal
setting, F.B , conducting perfr. review
 Monitoring and evaluation
 Ongoing COMMUNICATION
 P.M. starts with planning, end with the review
 What goes on between the planning and the
appraisal/review – ‘ongoing communication’
 Ongoing perf.comm. – the process by which
manager and employee work together to share
information about work progress, potential
barriers and problems, possible solutions, how
the manager can help eplyee, a dialogue that
links planning and appraisal.
 Ongoing Comm..
 One purpose of O.Com. – to keep the work process
dynamic, flexible,and responsive
› Empowers staff to work and make decision.
 Manager need information, ;
› To coordinate the work of employee
› To help staff do their job
 Employees need information too , ;
› About how they are doing to remain motivated and to
improve
› Some staff need more feedback and support
 WHAT and HOW the
Communication will occur
 What information do manager need from each
employee to fulfill his reponsibilities
 What information does each employee need to
fulfill his job responsibilities ?
 Formal methods of comm. :
› Written reports
› Regular ‘manager–employee’ meetings
› Regular group / team meetings with manager
 What & how comm…..
 Informal methods :
› Chats ; Talking during coffee breaks
› Management by walking around – good method
if done with skill and sensitivity
 Advantages of informal methods
› “just in time”, -
 If you want staff to talk to you, make sure you
receive visitors positively and make time
 Open Comm.
 Manager play key role in determining
whether staff will talk and share with
them in an open, honest way.
 When staff realize you’re interested in helping
them rather than blaming them ,they will be
much more open with you
 Information for the HR
Department
 Who the high flyers are – for development and
career planning
 Who are performing badly – what action to be
taken
 Performance ratings for performance – related
pay decisions
 Recommendations on training, to assess any common
Tr. Needs , to iniate training actions
 About performance of any individual who might
for promotion, transfer or disciplinary action
 P.M. – Human Capital
Management- (1)
 Performance data can be used to
› Demonstrate an organization’s ability to
raise competence level
› Assess how long it takes or a new employee
to reach optimum performance
› Provide FB on development programes
including induction,coaching,mentoring
› Demonstrate the success of internal
recruitment program
PM - Human Capital Mgnt. – (2)

› Indicate how successful an organization is

at achieving its objectives
› Track skill levels and movement and any
skills gap in the organization
› Match actual behavior against desired
behavior
› Assess commitment to values and mission
› Assess understanding of strategy and
contribution
 P.M. – behavior

 Performance management systems , include

measure of both behavior and results.
 Behavior – what employees do Results –
outcome of employee’s work
 Performance is about behavior
 P.M. often include measures results or
consequences of bahavior
(Not all behavior are observable or ,
measurable)
 Performance ...........
 Performance = Declarative Knwldg X
Procedural Kn. X Motivation

 Decl. Kn. – Facts, Principles .Goals

 Prosd. Kn. – Cognitive skill, Psychomotor Sk.,
Physical S. , Interpersonal Skill
 Motivation - choice to perform, levels of effort,
persistent of effort
 PM – Motivation – (1)

PM. processes can motivate people to improve

their performance and develop their capabilities
 Reinforcement theory – successes in achieving
goals and reward act as a positive incentives
and reinforce the successful behaviour
 Expectancy theory – a clearly perceived and
usable relationship exist between performance
and outcome and the outcome is seen as a
means of satisfying needs
 PM – Motivation - (2)

 Self efficacy theory – self motivation will be

directly linked to the self belief of individuals
that they will be able to accomplish certain tasks,
achieve certain goals or learn certain things
 Attribution theory – how people explain their
performance , abillity, effort , task difficulty,
circumstances, and luck
 Role modelling
 Lernng Activities

 - Coaching
 - Mentoring ( adapting a role model )
 - Observing and Analysing
 - Job Enrichment ( extending the role )
 - Project Work ( special assignment )
 - Guided reading
 - involvement in other area
 -E- learning
 ……… Thank You……………………..